Understanding how to systemise, organise, and finance the design, construction, operation, and maintenance activities are all parameters needed to be optimised simultaneously in a Project Delivery Method. To meet the challenges of increasingly complex projects, a new class of delivery methods is emerging. These methods are often labelled “collaborative” since they seek to align the client’s interest with those of the supply chain. The purpose of this article is to present the current state-of-the-art through a review of 156 identified articles concerning Partnering, Integrated Project Delivery, Alliancing, Relational Contracting, and Relationship-Based Procurement. A framework for the methodological procedure based on the state of the art within qualitative research was elaborated and is reported on in this paper. The results show that there is a range of research on collaborative project delivery methods across the world. By analysing the study purposes, important themes generated and delineated as a) Conceptualisation, b) Implementation and experiences, c) Pros & Cons, d) Building Partnership & Social Dimensions, and e) Performance and Success. The paper provides an overview of collaborative project delivery methods identified in the realm of academic journals. Secondly, knowledge gaps have been identified by creating a summary of the body of evidence.

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The study aims to identify the effects of implemented elements of Integrated Project Delivery (IPD) on the production phase, and the effect on team, individual and task needs. The paper advances research on IPD in practice and facilitates better transition to IPD to resolve challenges in the construction industry. The research includes a single case study of the Tønsberg Project in Norway, combined with a literature review. The case study consists of a document study and semi-structured interviews with key informants from the contractor. The research established that too many elements were attempted implemented at once, causing a tendency to fall back on traditional ways of doing things when the process lagged. Even so, the interviewees saw great potential in IPD, with more education and training. Furthermore, the experienced effects in the Tønsberg Project fulfilled team needs to a greater extent than individual and task needs. This reflects the IPD idea of the owner, contractor and designer working together as a unit and shows the value of leaders using IPD. The research is limited by a single case study and the contractor's perspective. Further work might study different projects or increase the differentiation in roles and data collection.

Purpose Transaction costs in projects can be reduced through improved collaboration between contractors and clients. The purpose of this paper is to respond to the call for further research on the framework suggested by Li et al. (2015) who presented 26 factors that determine project transaction costs. The objective is to empirically test the framework to identify factors that have the greatest influence on project collaboration so that practitioners can prioritize their efforts on the most salient factors that will improve collaboration and reduce transaction costs. Design/methodology/approach The paper employed interviews with 38 project practitioners from three different industries in Norway. The respondents had in average 20 years of professional experience. Findings The quality of communication, project uncertainty, owner’s organizational efficiency, change orders and trust were the five most frequently found factors that influence both project transaction costs and collaboration level. When the authors compared findings between different industries the authors found that the quality of communication was important for all industries. The owner’s organizational efficiency was also highly important in oil and gas and ICT projects. Trust was particularly important in oil and gas projects while frequency of claims was particularly important in construction projects. Practical implications This paper identifies the five most important factors for project practitioners to prioritize in order to reduce transaction costs through improved collaboration. Originality/value The paper contributes to the conceptual theory of transaction costs and collaboration as it empirically tests and extends the framework developed by Li et al. (2015).